What We Do

Mohr Collaborative

We design and manage structured professional development programs that engage ‘high potential’ employees in developing innovative ideas into practical, profitable, customer-centric solutions.

We work with our clients to develop their long-term capacity for innovation, while enabling short-term, bottom-line results.

To accomplish these objectives, we use an expert, team-based approach to learning design that integrates techniques for client-oriented problem solving, scenario-based thinking, strategic alignment, organizational networking, leadership skills enrichment, and business plan development with technologies and tools for virtual, global collaboration such as video-on-demand and customized, private ‘Web 2.0’ environments.

As a result of these programs and the innovations participants develop within them, our clients have achieved extraordinarily high and consistent financial returns. Amongst our Fortune 50 financial services clients 20-75% of “projects” from each program move forward to implementation, generating hundreds of $millions in new revenue.

Over the history of the program, these profitable innovations have included: new and improved products, services, internal processes, distribution channels, sales methods, marketing approaches and even organizational structures and new lines of business.

Latest News

Innovation Program Launched for Transaction Services Client

May 26th, 2009

This month Mohr Collaborative helped one of our major financial services clients launch a five-month innovation-focused development program for 48 high-potential VPs from across the globe. We ran a series of workshops in which the teams generated opportunities and vetted them with peers and internal experts. The teams are now hard at work doing client research. The nine teams will reconvene in October to pitch their solutions to senior management.

Latest Blog Post

Making Web 2.0 Work in Large Enterprises

March 5th, 2009

Six ways to make Web 2.0 work” in the McKinsey Quarterly claims that Web 2.0 efforts within enterprises (blogs, wikis, podcasts, information tagging, prediction markets, and social networks) are likely to fail unless–

1) Senior executives become role models and lead through informal channels, for example the CEO starting a blog

This only works if there exist senior leaders who get it and can make a contribution through Web 2.0 channels that employees recognize as genuine and distinct from existing channels of communication. It comes down to the issue of Web 2.0…